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Start by finding what gets in the way of good work
Ask employees which everyday obstacles make it harder to do their jobs well. The answer may be unclear priorities, missing resources, shifting demands, or too few chances to raise concerns. Use their responses to choose practical changes rather than assuming motivation is the problem.
Gallup and Workhuman’s 2024 research with 4,439 U.S. employees identifies clear expectations, valuable feedback, and high-quality recognition among the workplace practices associated with employee wellbeing and sustainable productivity. Gallup’s summary of the research provides context for these practices; it does not establish that any one intervention will produce the same result in every workplace.
Make expectations and priorities clear
Employees are better placed to act when they know what good work looks like, which tasks matter most, and where to turn with questions. Managers can reduce uncertainty by setting expectations, helping people prioritize, staying available, and revisiting plans when demands change.
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- Agree on the most important near-term outcomes and clarify what can wait.
- Define the expected quality, deadline, and relevant constraints for a task.
- Make it straightforward to ask for clarification or flag a resource problem.
- Review priorities when new work or changing conditions make the original plan unrealistic.
Gallup and Workhuman identify clear expectations as one practice associated with wellbeing in their 2024 research. Their discussion of employee wellbeing and sustainable productivity also cautions against treating unsustainable effort as the model for success.
Set realistic goals with employees
Involve employees in setting performance goals, then connect individual aims to team priorities. A goal is more useful when the person doing the work can discuss its feasibility, the support needed, and how progress will be reviewed.
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- Discuss the intended outcome and how it contributes to team priorities.
- Ask the employee what time, information, resources, or coordination the work requires.
- Agree on a realistic target and checkpoints rather than waiting until the deadline to discover a mismatch.
- Revisit the goal if workload, customer needs, or other circumstances change.
Gallup and Workhuman’s 2024 guidance emphasizes goals employees can sustain. The purpose of revisiting goals is not to lower standards automatically; it is to keep expectations aligned with current conditions so that performance is achievable and meaningful.
Give feedback and recognition that help people improve
Feedback is most useful when it is timely, specific, and connected to work the employee can act on. Recognition should name the contribution and explain why it mattered, whether it helped a colleague, advanced a project, or served a customer.
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- Describe the specific action or result, not just a general trait.
- Explain its value to the team, customer, or organization.
- Offer developmental feedback with a clear next step and room for the employee’s perspective.
- Make recognition fair and appropriate to the recipient; public praise is not right for everyone.
Gallup and Workhuman report that employees who strongly agree they receive valuable feedback from coworkers are five times as likely to be engaged. Their 2024 findings also report that well-recognized employees were 45% less likely to have turned over two years later. These are reported associations and longitudinal findings, not a promise that a particular feedback program will produce the same outcomes. Gallup and Workhuman’s recognition research hub describes the findings.
Recognition also teaches people what the organization values. Praise valuable results, collaboration, sound judgment, or customer success—not simply staying late. Gallup warns that celebrating overtime can make excessive hours seem like an expectation, undermining sustainable performance. Gallup’s sustainable-productivity guidance discusses this distinction.
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Give employees a meaningful voice
Employee voice means more than asking for opinions: staff need a genuine opportunity to raise ideas or concerns and see how those contributions inform decisions. Invite input about work processes, barriers, and proposed changes, then explain what will happen next—even when a suggestion cannot be adopted.
CIPD’s February 16, 2024 summary of research on employee voice says employee representation can strengthen the longer-term productivity benefits of management practices. That supports involving staff in shaping how work is done; it does not establish a universal ranking of management approaches or guarantee a particular result.
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Use engagement dimensions to diagnose team conditions
Engagement is not a single mood score or a synonym for working longer. Gallup’s Q12 measure covers employee experiences including role clarity, resources, recognition, development, whether opinions count, purpose, coworker relationships, and progress. Managers can use these dimensions to identify where work conditions need attention.
For example, if staff understand their responsibilities but lack tools or support, more goal reminders will not address the barrier. If people have resources but feel their views do not count, inviting input and responding to it may be the more relevant next step. Gallup’s guide to measuring engagement with the Q12 explains the measure and its elements.
Review productivity alongside employee experience
Track outcomes that fit the work, such as sales, production records, or relevant performance evaluations, and consider them alongside employee feedback about clarity, resources, and workload. Output alone can hide quality problems or unsustainable effort; employee sentiment alone does not show whether work is getting done. Reviewing both gives managers a more useful basis for adjusting goals and support.
Gallup’s 11th-edition Q12 meta-analysis, published in May 2024 and updated in July 2024, describes 736 studies across 347 organizations. It reports median productivity differences between business units in the top and bottom quartiles of engagement: 18% when productivity was measured by sales, and 14% when measured by production records and evaluations. It also reports a 0.49 true-score correlation between engagement and composite performance. These are comparisons across engagement groups, not expected productivity increases from introducing recognition or another single practice. Gallup’s Q12 meta-analysis reports the methods and business outcomes.
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A practical management rhythm
- Ask employees what currently makes good work harder.
- Clarify expectations, priorities, and resources, and make questions easy to raise.
- Set realistic goals together and check whether they still fit current demands.
- Give specific feedback and recognize contributions by explaining their value.
- Invite staff input on work changes, respond to it, and communicate decisions.
- Review relevant work outcomes together with employee experience, then adjust support or priorities.
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